Daniel Angel

Michael Collins
Andrew Fabens
Stephen Glover
Beth Ising
Saee Muzumdar
Daniel Zygielbaum

Spinning Out and Splitting Off –

Navigating Complex Challenges
in Corporate Separations
October 30, 2018
 MCLE Certificate Information

• Most participants should anticipate receiving their certificate of attendance in

four weeks following the webcast.

• Virginia Bar Association member should anticipate receiving their certificate

of attendance in six weeks following the webcast.

• All questions regarding MCLE information should be directed to Jeanine

Mckeown (National Training Administrator) at 213-229-7140 or
jmckeown@gibsondunn.com.

2
Agenda for Today’s Webinar

I. Overview of Spin-off Transactions

II. Key Separation Issues

III. Tax Planning

IV. Capital Markets Matters

V. Employment and Benefits Plans

VI. Corporate Governance Considerations

VII. Intellectual Property Issues

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Overview of Spin-Off
Transactions
 Why a Spin-Off?

Spin-Offs as Value-Enhancing Divestiture Alternative

 Companies considering divestiture of a business increasingly have looked to spin-offs

• Attractive alternative to a traditional business unit or divisional sale
 Spin-off transactions are viewed as a means to unlock value for shareholders on a tax-free basis
• Result in separation of divergent businesses, providing each separated business with the ability to focus solely on its own
growth prospects and strategies
• Tailor incentive compensation arrangements to the applicable business
• Design capital structure suitable for each business
• Shed businesses that do not fit Parent’s business model and/or that may be undervalued in the market
 Spin-offs may position the separated businesses as more attractive acquisition candidates
• Create additional potential benefits for shareholders
• But could also make the separated businesses targets for an unsolicited takeover
 Subject to applicable tax limitations, it is possible to realize cash proceeds in connection with a spin-off
• Conduct an initial public offering of a portion of SpinCo prior to its full separation
• Add debt to SpinCo’s capital structure, and have SpinCo pay a dividend to Parent before its separation
• Engage in spin-off backed by financial sponsor (sponsored spin)
• Utilize other monetization and recapitalization strategies

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 Separation Alternatives
Spin-Off
Steps:
 Parent transfers target business into stand-
alone subsidiary (“SpinCo”)
 Parent distributes SpinCo stock to stockholders
of Parent as of the record date for the spin-off
 Note: in split-off alternative, Parent
stockholders may exchange, on a pro rata
or non-pro rata basis, Parent shares for
SpinCo shares (typically at a discount to
market to incentivize holders to tender into
exchange)
 SpinCo is operated as a separate, publicly
traded company
Tax:
 Tax-free to both Parent and stockholder of
Parent if requirements of IRC Section 355 are
met
Approvals:
 Parent stockholder approval is not typically
required
Timing:
 Generally 6-12 months following initial filing
Subsidiary IPO /
Spin
Steps:
 Parent transfers target business into stand-
alone subsidiary (“NewCo”)
 NewCo completes initial public offering,
which may include secondary sale of a
portion of Parent’s interest and/or primary
offering
 Provides cash to Parent in connection
with separation
 Parent’s remaining interest in NewCo is
subsequently spun-off or split-off to complete
separation
Tax:
 Parent must retain 80% voting control in IPO
in order to ensure subsequent spin/split will
be tax free
Timing:
 12 months+ following initial filing
Sponsored Spin
Steps:
 Similar to Spin-Off, but financial
sponsor invests in SpinCo
contemporaneously with the Spin
 Introduces a third party into the
negotiation
 Provides cash to Parent in
connection with separation
Tax:
 Generally tax-free to both Parent
and stockholder of Parent if
requirements of IRC Section 355
are met
 Proceeds from sponsor investment
Parent generally tax free
Timing:
 Similar to Spin-Off
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Split-Off Transactions

• Parent conducts an exchange offer in which it offers its stockholders the opportunity to exchange some
or all of their Parent stock for SpinCo stock
• The split-off exchange offer is typically conducted following the sale of a portion of SpinCo to outside
investors, whether to a sponsor or to the public in an IPO
• Once established, the trading value of SpinCo shares is used to determine the split-off exchange
Transaction ratio
Structure • In a split-off transaction, the stock of SpinCo is acquired only by Parent stockholders that elect to
participate in the exchange offer
• Upon completion, some stockholders may hold only Parent stock, while others may hold only
SpinCo stock, while others may hold both
• Parent may retain stock in the split-off company; to effect complete separation, Parent will need to
dispose of remaining SpinCo stock through a subsequent pro rata dividend distribution to all holders
or through a marketed offering to third parties

• The split-off exchange reduces the number of shares of Parent stock outstanding, effectively
functioning as a stock buyback
• The post split-off stockholder base may be more stable following the transaction as compared to spin-
Advantages off
• Stockholders will have elected to acquire SpinCo stock and chosen to become investors in SpinCo
• By contrast, stockholders are initially forced to be investors in both RemainCo and SpinCo in the
spin-off context
• In a traditional spin off, stockholder base can be particularly susceptible to rapid turnover if SpinCo
is not eligible to be included in same index (e.g. S&P 500) as Parent and tracking funds must exit
positions; split off structure mitigates this issue because stockholders choose before receiving
shares.

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Spin-Off: Transaction Steps

Step 1: Creation of SpinCo Subsidiary

Stockholders
of Parent * Step 1 assumes that the assets and
liabilities of the business to be spun off are
not held in a subsidiary of Parent. This step
is not necessary if the business to be spun
off is already held in a subsidiary of Parent.

Parent

Assets and liabilities of

Non-Core Business 100% of SpinCo
shares

Core Assets and *Created*

Liabilities SpinCo

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Spin-Off: Transaction Steps (cont’d)

Step 2: Distribute SpinCo to Existing Stockholders

Stockholders
of Parent

Parent SpinCo
Spin-Off: Dividend
distribution to all Parent
stockholders
OR
Split-Off: Exchange Offer
open to all Parent
stockholders

Must satisfy I.R.C. § 355

to be tax-free

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Spin-Off: Transaction Steps (cont’d)

Step 3: End Result of Spin-Off

Stockholders * Final ownership may
of Parent as of depend on transaction
structure utilized for the
Spin-Off spin-off and whether
Record Date Parent retains any equity
in SpinCo. Parent must
relinquish control (as
100% 100%* defined in the Internal
Revenue Code) as a
result of the spin-off
(stock representing 80%
of voting power and at
least 80% of total number
Parent SpinCo of shares of all other
classes of stock of
SpinCo) for tax-free
treatment.

Remaining Assets
and Liabilities

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Illustrative Timeline of Spin-Off Transaction

~1-6 months (depending on timing of audited

financial statements and tax rulings) ~4-6 months

Initial Preparations Negotiations Announcement Approvals Closing

and Drafting
 Perform  Due diligence on
comprehensive Parent’s and
internal corporate subsidiaries’
and tax analysis documents to identify
legal issues
 Determine
transaction structure  Negotiate and draft
primary transaction
 Audit and agreements and
assessment of assets ancillary agreements
and liabilities to be
 Draft Form 10
transferred to SpinCo
 Develop and audit
 Establish need for
SpinCo financial
solvency opinions,
statements
IRS private letter
 Coordinate SpinCo
ruling and other third-
party deliverables financing
and Consents
 Investor relations plan  File Form 10 with  Form 10 declared
established SEC, followed by effective by SEC
SEC comment and
 Parent board (and  Receive favorable
review process
SpinCo board, as IRS ruling and tax
necessary) approves  File SpinCo listing opinion
transactions application
 Declare spin-off
 Announce transaction  File IRS ruling dividend
request
 Parent files Form 8-K  Sign separation /
 Obtain third-party distribution
consents or other agreement and
regulatory approvals, ancillary agreements
as applicable
 Transfer assets and
 Marketing of SpinCo liabilities to SpinCo
debt, if applicable  SpinCo shares
distributed to Parent
stockholders

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Key Separation Issues
 Key Separation Considerations

Companies contemplating a spin-off should be aware that the documentation and

implementation process can be complex, requiring significant advance preparation.

 Business considerations
• Establish business purpose of spin-off
• Define the scope of the businesses, assets and liabilities (including any “shared” assets and liabilities) to be separated
• Identify any commercial, indemnification and other arrangements expected to continue between the separated businesses
post-spin, including ongoing shared services (legal, financial, HR, etc.)
 Transaction structure
• Spin-off can be coupled with a variety of monetization and recapitalization techniques
• Assess transaction alternatives and attendant costs/risks
• Indebtedness covenant analysis
• Does the spin-off amount to a transfer of “all or substantially all” assets for purposes of Parent debt obligations
• Impact on existing material contracts
• Assignment/change of control analysis
• Parent guarantees, including government guarantees
• Consider need for regulatory approvals, especially in foreign jurisdictions
 Viability of each entity
• Fraudulent conveyance
• Transfer of assets and liabilities to SpinCo is generally not for reasonably equivalent value
• Transfers may be voidable if Parent and SpinCo do not meet solvency/capital requirements following the transfer
• Consider obtaining solvency opinion with respect to Parent and SpinCo post-spin
• SpinCo needs adequate resources and infrastructure to bridge transition to independence

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Separation of Assets and Liabilities

Host of complex and interrelated issues to be considered, including:

 Determination of assets and liabilities to be allocated to SpinCo

 Effecting the separation of SpinCo in a cost- and tax-efficient manner
 How to separate integrated SpinCo assets/businesses from Parent’s retained businesses
• e.g., IT assets can be shared by affiliates in ways that are not immediately obvious
 Responsibility for historical SpinCo liabilities
 Arrangements regarding any shared assets and liabilities
• Are shared asset and liability arrangements short-term or long-term?
• On what basis will use of shared assets and responsibility for related costs be determined?
• Who will be responsible for maintenance of shared assets and employee training?
• How will decisions be made regarding settlement of shared liabilities?
 Allocation of benefits and burdens of contracts involving both SpinCo’s assets and Parent’s retained assets
 Replacement of Parent guarantees of SpinCo obligations and vice versa
 Sufficiency of SpinCo assets
• Refers to SpinCo’s capability of operating on a stand-alone basis
• Transaction agreement may contain a representation on this point
• Regardless of representation, parties need thorough due diligence to ensure SpinCo has necessary infrastructure
and systems to operate as an independent company on “day one”
• Transition services arrangement may be necessary

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 Key Separation Considerations (cont’d)

 Tax Consequences of Spin-Off

 Liquidity and Capital Resources
• Consider capital allocation of indebtedness
• Common for SpinCo to pay dividend to Parent in connection with a spin-off
• Impact of any distribution or other monetization on respective capital structures of Parent and SpinCo must be assessed
 Required Approvals
• No stockholder approval required under Delaware law
• SEC registration and review of Form 10
• Need to determine whether the spin-off would breach or require consents under material agreements
• Need to determine whether the spin-off would impair Parent’s ability to comply with its retained contracts
 SpinCo Financial Statements
• Preparing GAAP financial statements may be difficult if, historically, SpinCo’s business has not been separately reported
• Availability of financial statements impacts ability to effect a transaction and transaction timing
• Audited financial statements required for Form 10 Information Statement
• Audited financial statements likely required for related financing transactions
 Parent Financial Statements
• Parent may need to file pro forma financial statements showing the disposition of SpinCo

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 Key Separation Considerations (cont’d)

 SpinCo Controls
• Need to determine if SpinCo has necessary internal controls over financial reporting, as well as disclosure controls and
procedures, to produce financial statements and reports required of reporting companies
• SpinCo may need to upgrade its systems, including purchasing computer hardware and software and hiring additional
personnel for finance, accounting, information technology and legal staff
 Listing on an Exchange
• Need to determine if SpinCo will meet initial listing requirements
• Need to determine if Parent will meet continued listing requirements following the spin-off
• Requirements include total shareholders, per share price, number of market makers and market value of public float
 Employee Matters
• Allocate management and human resources between Parent and SpinCo
• Benefits and compensation issues
• Determine treatment of equity awards in the spin-off

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Role of the Board

The role of the Parent board of directors in connection with a spin-off includes:
 Approve material agreements and other legal documentation
Board Action
Required  Approve any pre-spin internal reorganization transactions
 Appoint initial public SpinCo board and senior management
• Appointment of independent directors is typically not effective until the spin-off
is completed
 Declare dividend of SpinCo stock to Parent stockholders

Directors need to be mindful of their fiduciary duties in approving the spin-off transactions,
as follows:

 Duty of Care: directors should fully inform themselves of all material information
that is reasonably available and act as reasonably prudent persons in similar
situations would act
Director Fiduciary
Duties  Duty of Loyalty: directors must act in good faith in the honest belief that their
decision is in the best interests of Parent stockholders, and their decision must not
be motivated by self-interest

 Parent board’s fiduciary duties are owed to Parent stockholders (not to the future
stockholders of SpinCo)

 Directors’ actions in approving a spin-off will generally be entitled to the benefit of

the business judgment rule presumption if they have fulfilled their duties of care
and loyalty

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Role of the Board

 Under Delaware law, a corporation may pay dividends out of its “surplus” or net profits for
the current or prior year
• Parent board must conclude that the value of SpinCo stock to be dividended out does
not exceed Parent’s surplus or net profits for the current or prior year
 Directors may be held personally liable under Delaware law for negligence in connection
Liability for Unlawful with a dividend not lawfully paid from available funds
Dividends  Directors are protected from liability for unlawful dividends made in reliance on reports of
officers, employees, board committees or experts
• Parent board should review evidence provided by Parent management with respect to
surplus, and may obtain analyses/appraisals from experts to determine adequacy of
surplus
• Board should also receive viability analysis from chief financial officer of Parent with
respect to each of Parent’s and SpinCo’s ability to finance its anticipated operations
and capital requirements following the spin-off
• Board should also obtain a solvency opinion from a valuation firm

In evaluating a spin-off, the Board must obtain a full picture of the value-increasing potential of the
transaction as well as the attendant costs and risks, in each case weighed against transaction
alternatives, including the alternative of maintaining the status quo.

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 Major Documents - Contracts

 Separation and Distribution Agreement  Other Separation Agreements (cont’d)

• Key operative document; provides for internal • Litigation Management Agreement
reorganization
• Details transfer of litigation/investigation matters
• Transfer of assets and liabilities from Parent to SpinCo
• Distribution of SpinCo shares • Insurance Matters Agreement
• Allocates rights regarding insurance policies
• SpinCo financing arrangements
 Contractual Assignments/Consents
• Mutual release of historical liabilities
 Other Ancillary Agreements (as needed)
• Indemnification for transferred/retained liabilities • Manufacturing and Supply Agreement
• May contain post-closing working capital adjustment • Real Estate Agreements
mechanism • Research and Development Agreement
 Other Separation Agreements • Licenses
• Tax Matters Agreement • Other Intercompany Agreements
• Governs rights, responsibilities and obligations
with respect to tax matters
• Employee Matters Agreement
• Sets forth agreements regarding employment,
compensation and benefits
• Transition Services Agreement
• Governs services provided by Parent for limited
time following spin-off

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Tax Planning
 Recent Tax Developments

 General Background
• Must comply with various technical requirements in Internal Revenue Code and Treasury
Regulations to be tax-free.
• Taxpayers often seek IRS private letter rulings on spin-offs.
• IRS periodically issues guidance on ruling practice, including:
• Procedures for seeking rulings.
• Issues on which it will rule.
• Issues on which it will not rule.

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 Recent Tax Developments

 IRS Announcement on Active Trade or Business Requirement

• Active Trade or Business Requirement
• Both Parent and SpinCo must be engaged in active trade or business (“ATB”) immediately
after spin-off.
• ATB must have been conducted for at least five years.
• Treasury Regulations and IRS practice required collection of income in order to qualify as
ATB.
• Precluded tax-free spin-offs of some early stage and R&D-focused businesses.

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 Recent Tax Developments

 IRS Announcement on Active Trade or Business Requirement

• IRS Chief Counsel Announcement – September 25, 2018
• IRS announced it is studying ATB requirement for ventures that have not yet generated any
operating income.
• Requested comments.
• Plans to issue future guidance.
• Guidance will not be industry specific, but announcement refers to pharmaceutical and
technology fields as examples.
• Pending guidance, IRS will entertain requests for private letter rulings on whether activity that
has not generated income qualifies as ATB.

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 Recent Tax Developments

 IRS Announcement on Active Trade or Business Requirement

• IRS Chief Counsel Announcement – September 25, 2018
• Guidance intended to identify factors other than income that suggest ATB.
• Factors could include:
• Regular R&D by significant number of employees.
• Regular R&D expenses.
• Significant progress toward developing income-producing product.
• Holding out business as available to enter into income-producing arrangement.
• Actual offer or expression of interest to enter into income-producing arrangement.
• Similarly situated businesses have entered into income-producing arrangements.

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 Recent Tax Developments

 IRS Guidance on Leveraged Spin-offs

• Leveraged Spin-offs
• SpinCo may issue debt and use proceeds to make distribution to Parent, up to Parent’s basis
in SpinCo.
• SpinCo may assume Parent debt, up to Parent’s basis in SpinCo.
• Parent may distribute SpinCo stock or securities to its creditors.
• Typically facilitated by intermediary bank.
• No basis limitation.
• In 2013, IRS announced it would not issue private letter rulings on whether leveraged spin-
offs are tax free, if Parent debt was incurred “in anticipation of” spin-off.

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 Recent Tax Developments

 IRS Guidance on Leveraged Spin-offs

• Rev. Proc. 2017-38 and Rev. Proc. 2018-53
• In 2017, IRS removed no-rule position.
• In October 2018, IRS provided guidance for seeking rulings on leveraged spin-offs.
• Requirements for ruling include:
• Parent is obligor.
• Debt must be non-contingent and payable only in cash.
• Debt cannot be held by related person.
• Debt must be issued at least 60 days before spin-off first approved, announced or agreed to.
• Debt must not exceed Parent’s average debt for prior two years.
• Debt exchange must occur within 30 days after initial distribution of SpinCo stock to
shareholders, unless “substantial business reason” for delay.
• In any event, debt exchange must occur within 180 days.
• Intermediated exchanges (through banks) are permissible, with some caveats.

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Capital Markets Matters
 Major Documents - Other

 Securities Documents
• Form 10 / Information Statement
• For the registration of SpinCo shares distributed to Parent stockholders
• Disclosure is contained in an "Information Statement" filed as exhibit
• Similar to disclosure that would be required in a registration statement for an initial public offering under the Securities
Act – Parent 10-K and Proxy can serve as template for information statement
• Once final, the Information Statement will be printed and mailed to Parent stockholders
• Form S-8 for SpinCo equity plans
• NYSE/NASDAQ Listing Application for SpinCo shares
 Financing Documents
• New notes and other debt agreements for SpinCo, as applicable
 Opinions
• Parent does not typically receive a legal opinion with respect to the spin-off
• Parent may receive a solvency opinion (an opinion that Parent will be solvent after giving effect to the spin-off) in order to insure
legality of the stock dividend under state law
• Tax opinions

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 SEC Registration and Review Process

SEC Review
The SEC process is similar in scope and complexity to an IPO. The registration statement can be submitted confidentially to the SEC to
minimize public scrutiny during the review process. SEC comments are expected 30 days after filing. Recent policy changes at the SEC
have led to a reduction in the number of comments and greater efficiency in the iterative review process.

1934 Act or 1933 Act Registration

Most spin-off transactions are required to be registered only under the 1934 Act, using Form 10. If the distribution is not pro rata or
stockholders make an investment decision with respect to the distribution of SpinCo shares, then the transaction must be registered
under the 1933 Act, using Form S-1. The scope and content of required disclosure is virtually identical in either circumstance.

Key Differences Between 1933 and 1934 Act Registrations

In a 1933 Act registration, SpinCo, its directors and officers would be subject to strict securities law liability for material misstatements or
omissions (with a diligence defense for directors and officers). In a 1934 Act registration, SpinCo would be subject to 10b-5 liability and
directors and officers would have more limited exposure (with stronger defenses).
In addition, a 1933 Act registration would be subject to “gun jumping” and other communications restrictions that would affect the investor
relations process by subjecting it to greater potential liability and SEC filing requirements.

Form 10 / Information Statement

In a 1934 Act registration, disclosure is contained in an "Information Statement" filed as exhibit to the Form 10. Once SEC review is
complete and the record date for distribution is established, the Information Statement is distributed to SpinCo stockholders. "Notice and
Access" delivery is available and can provide substantial saving on printing and mailing costs if transaction timing permits. Form 10 is not
required to be signed by directors, does not require an accountant’s consent, and does not require SEC filing fees.

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Preparing to be Public

Goal: Position business to be well received and perform positively over the long
term
Product: Preparation of key registration document requires collaboration
between management, many parts of the business, bankers and counsel
Preliminary structuring matters
Prepare audited standalone financials and pro-formas
Debt and finance arrangements
Board composition and corporate governance
Develop investor relations messaging
Process: Multiple workstreams proceeding concurrently and touching all parts of
the company

Private Acquisitions 30
Notes on the Process

Significant planning and preparation:

–Extensive company effort to draft SEC disclosure document, prepare financial
statements, collect due diligence
–Careful coordination among management, investment bankers, auditors, legal
counsel and others is important throughout process
Anticipating and addressing issues early improves execution:
–Advance planning can help speed process, allowing access to a broader market
window and minimizing distraction of management and disruption of underlying
business
–Drafting and diligence prior to SEC filing can take at least one to two months; SEC
review process can take three months (or, in the event of significant issues, longer)
–SEC comment process requires multiple rounds of quick turnaround on complicated
issues with input from many stakeholders
Issues to consider and address in advance:
–Accounting, internal control, communications strategy, corporate housekeeping
–Burden on accounting staff is especially intense
–Time required to prepare financial statements can be result in delays/lengthen
timeline

Private Acquisitions 31
 Separation Debt Financing – Overview

In connection with the separation, debt capital structure of SpinCo must be established; pay down or “transfer” of Parent debt
rebalances debt load between Parent and SpinCo
 Debt capitalization typically completed prior to separation
 Considerations
• Timing
• Registered vs. unregistered offering
• Form of the transaction(s)
• Leveraging Form 10 process and documentation for the debt offering
• Special terms of the debt
The debt financing can be completed through either a registered or an unregistered offering
 Registered Offering
• Offering made on Form S-1 and/or Form S-4
• Offering documents publicly filed and subject to completion of SEC review
• Subject to form requirements parallel to those required for the Form 10
 Unregistered Offering
• Made in reliance on Rule 144A and Regulation S via confidential offering memorandum
• Offering documents not publicly filed or subject to SEC review
• Offering can be completed prior to launch of IPO
• Fewer technical requirements governing contents of the offering documents
• Sales limited to institutional investors that are qualified institutional buyers or non-U.S. persons

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 Separation Debt Financing – Details

Disclosure in bond offering will require:

 Business description, selected financial data, MD&A and risk factors copied from the Form 10 (either
registered or unregistered offering)
 Description of the Notes typically based on Parent precedent and comparable bond offerings
 Transaction-specific disclosure (e.g. Description of the Exchange Offer and Description of the Differences
between the Notes in a Par-for-Par Exchange)
 Initial purchasers and counsel due diligence

In an offering prior to completion of the separation, bond purchasers may expect certain special
provisions, including:
 Parent guarantee of the bonds, which is automatically and unconditionally released upon completion of the
Spin
 Special Mandatory Redemption in the event the Spin is not completed by specified date
• Typically a 1% premium paid at redemption

• Escrow of the proceeds no longer customary (costly for the issuer)

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 Separation Debt Financing – Form of the Transaction(s)

New Issue + Repurchase Par-for-Par Exchange Offer Intermediated Exchange

• New bonds issued by • SpinCo offers to exchange • Tender offer by underwriters

SpinCo for cash
• Special dividend to Parent
• Redemption and/or tender
offer by Parent for existing
bonds
• Offering document based on
Form 10
• Redemption or Offer to
Purchase
new bonds for existing for existing Parent bonds
Parent bonds • Underwriters agree to
• Cash premium paid to exchange tendered bonds
participating bondholders for new SpinCo bonds
• No cash proceeds to • New SpinCo bonds sold by
SpinCo underwriters for cash
• Offering document based on • No cash proceeds to
Form 10 SpinCo
• Offer to Purchase (used by
underwriters)
• Offering document based on
Form 10

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Employment and Benefits
Plans
 Retirement Plans

 Defined Benefit Pension Plans

• “Split” (if any) of the plan needs to be determined
• Sometimes RemainCo keeps all of these obligations, especially in relatively small transactions
• If there is a split, how to allocate liabilities to retirees/deferred vested participants is critical
• What about “orphan” participants (business that employed them was sold but pension obligations retained)?
 401(k)/Defined Contribution Plans
• Often split into two plans
• If not, need to determine how to handle outstanding plan loans for RemainCo employees
 Nonqualified Plans
• These are “top hat” plans covering high-level employees and are unfunded
• Often follows same process as defined benefit/defined contribution plans
 International Retirement Plans
• Needs to be discussed with counsel – may be special issues
• In some jurisdictions (e.g., Germany), pension plans typically are not funded
 Retiree Medical Benefits
• These typically are not funded, and can be very expensive
• Like with defined benefit pensions, allocation rules are critical

36
 Equity Awards

 Most Common Approach: Awards at Post-Spin Employer

• The most common approach is for all awards to be converted to awards of the post-spin employer
• Thus, RemainCo employees continue to hold RemainCo awards (which are adjusted to reflect the spin) and SpinCo
employees hold converted SpinCo awards
• One decision point is how to treat former employees (for example, deferred RSUs)
• One approach is for all to stay with RemainCo, even if active employees’ awards are allocated based on post-spin
employer
• Another is to have them assigned based on the individual’s last employer
 Other Common Approach: Same as Shareholders
• In this approach, all grantees have awards in both companies, determined on the same basis as for shareholders
• This introduces tax reporting and withholding complexities
• Also, it is much more burdensome administratively – requires sharing of employee termination and other information to
address forfeiture/expiration of awards
 Mechanics
• For each type of award, the “intrinsic value” is preserved immediate pre- and post-spin-off
• For RSUs and restricted stock, that just follows the same rules as stock
• For options, the “spread” (difference between FMV of the underlying stock and the exercise price) is preserved

37
 Other Key Considerations

 Employment Liabilities Generally

• Allocation rules for, e.g., lawsuits that impact current or former employees of both RemainCo and SpinCo
 Medical Plans
• If self-insured, allocation of incurred but not reported (IBNR) liability
 Bonuses
• How to determine for year of spin-off/who pays
• Adjustment of targets for both entities
 Payroll
• Will SpinCo have its own payroll system running no later than the spin date?
 Benefit Plan Administration
• Will RemainCo continue to provide benefit administration services to SpinCo?
 Workers’ Compensation/Disability Benefits
• Allocation of liabilities
 Employment Agreements
• New agreements with key SpinCo executives?
 Post-Closing SpinCo Compensation/Benefits Continuation
• Will SpinCo be required to continue compensation and benefit levels for a specified period after the spin-off (e.g., 12 months)?

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Corporate Governance
 Corporate Governance Considerations

 Governance Structure
• (Re)consider state of incorporation?
• Constituent documents must be appropriate for a public company
• Rather than replicating Parent’s governance structure, consider SpinCo’s
unique stance as a newly public company SpinCo’s
structure and
• SpinCo is likely to be smaller and potentially more vulnerable to governance
activists must reflect, like
Parent, a fully
• Easier to adopt takeover preparedness measures such as classified independent,
board and rights plan while SpinCo is still a Parent subsidiary operational
public company;
• But consider the reaction of SpinCo’s shareholder base
but there is also
• Initial vs. later impact of large institutional investors and proxy advisory an opportunity
firms for a
“fresh start.”
• Parent’s history with takeover defenses may be instructive
• Key timing considerations

40
 Corporate Governance Considerations (cont’d)

 Directors
• Board composition
• Generally desirable to choose individuals with knowledge of the business being spun off
• Stock exchange requirements regarding independence of board and committee members
• SpinCo will have a one-year grace period to comply
• If Parent owns over half of SpinCo’s voting power after the spin-off, it will be a “controlled company” and
subject to fewer stock exchange director independence requirements

• Overlapping directors (SpinCo/Parent)

• Conflicts of interest - Directors who owe fiduciary duties to both Parent and SpinCo should not
participate in decisions at either company about arrangements between them

• Corporate opportunities doctrine - Issues will arise if Parent and SpinCo businesses
overlap. Consider addressing fiduciaries’ obligations to present different categories of opportunities
to each company in separation agreement and governing documents

• Board committees
• Independent audit, compensation and nominating committees required

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 Corporate Governance Considerations (cont’d)

 Other Considerations
• Related party transactions
• Intra-company transactions may become related party transactions post-spin
• Pre-spin director preparation/compensation
• Post-spin board “ramp up” needed pre-spin
• Related compensation questions
• Post-spin board schedule
• Build in advance to maximize post-spin participation (and avoid attendance disclosure)
• Scheduling the first annual meeting of shareholders
• Not immune from shareholder proposals in year 1
• Consider Parent’s shareholder proposal history

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Intellectual Property Issues
Inventory and Allocation of IP in Spin-Out

High-Level Process Intellectual Property

Inventory

Allocation Retained IP
Shared IP Shared IP
Transferred IP
(Licensed) (Grant-back)

Focus on ? Term of license ? Assignability

? Exclusive/non-exclusive ? Sublicensable
Shared ? Field of use ? Enforceability

Identify early in process IP that will stay with parent, will be

transferred to spin-out, and will be shared by the parties

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 Key Terms for Shared IP

Key Terms
Term of Exclusive /
Field of Use Assignability Sublicensable Enforceability Address Key Terms
License Non-Exclusive
for each Type of IP -
balancing a
successful spin-out
with retaining value
for parent
Type of IP

Less
negotiated

Occasionally
negotiated

Often
negotiated

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 Software Licenses

Software contracts are typically held by corporate parent so

that software is available for use by all divisions

• Software licenses typically prevent use by a third party (i.e., spin-out)

• Consider “mirroring” certain critical software licenses

• Do not dismiss shrink-wrap!

• Factor in re-licensing cost for spin-out

• Parent may be entitled to reduction in price if user base is reduced

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 Transition Services – TSA

Spin-outs typically need certain shared services to continue to

be provided for a period of time after the spin

• TSA provides mechanism to ensure continuity of service

• Provides mechanism for wind-down of services

• A temporary provision of services – limited in duration

• At-cost pricing / no risk premium

• No performance guarantees / limited liability to parent

• Wide variety of services potential for TSA: IT support, finance and

accounting, app. development and maintenance, supply chain, treasury,
facilities (beware payroll!!)

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Thank you for joining us!

Stephen Glover Michael Collins

Partner, Washington, D.C. Partner, Washington, D.C.
siglover@gibsondunn.com mcollins@gibsondunn.com
TEL: +1 202.955.8593 TEL: +1 202.887.3551

Saee Muzumdar Elizabeth Ising

Partner, New York Partner, Washington, D.C.
smuzumdar@gibsondunn.com eising@gibsondunn.com
TEL: +1 212.351.3966 TEL: +1 202.955.8287

Andrew Fabens Daniel Zygielbaum

Partner, New York Associate, Washington, D.C.
afabens@gibsondunn.com dzygielbaum@gibsondunn.com
TEL: +1 212.351.4034 TEL: +1 202.887.3768

Daniel Angel
Partner, New York
dangel@gibsondunn.com
TEL: +1 212.351.2329

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